Human resource professionals wear a lot of hats – that’s one of the greatest things about the field. If you’re a “jack of all trades” person, or if you get bored doing the same thing every day, the profession is right up your alley. But HR managers have a job that most don’t even realize: business anthropologist.
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This article is the second in a three-part series on employee motivation. In case you missed it, be sure to check out Part 1, or skip ahead to Part 3.
In Part 1, I discussed the Expectancy Theory, and what implications it has on your reward and recognition programs. One aspect of the theory, valence, deals with whether or not your employees value the rewards they receive for behaving a certain way. In this article, I will be exploring that concept in a bit more detail by discussing different sources of motivation. I’ll also be teaching you how to build more well-rounded programs and practices so that you can maximize your ability to influence employee behavior.
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Can you guess who David and Goliath are in this metaphor? My friend Chris, an HR guy over at one of those big pharmacy companies, sent me a great Business Week article on innovation at small and mid-size companies. The article is a fun, easy read that examines why smaller companies are so much better at innovation, and provides some practical tips on what those of you working for the big guys can do.
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This article is the first in a three-part series on employee motivation. If you want, you can jump ahead to Part 2 or Part 3.
I’ve mentioned in prior articles that the primary job of HR is to align employee behaviors with organizational strategies. To put it in the simplest terms possible, HR motivates behavior. Today’s article discusses some neat theories on motivation, and then dives into some practical ways you can begin to better motivate your employees today.
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For managers and entrepreneurs, creativity matters. Whether you’re trying to break into a new niche or gain a slight edge on your peers, innovation is what distinguishes the industry leaders from everyone else.
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There’s a phrase I absolutely hate that gets thrown around the HR community all the time: Seat at the table. If that’s not on a buzzword bingo card, it should be!
That said, if you want to have a seat at the table, you need to use data. It’s all about the numbers, and not all numbers are created equal. Want to start having a bigger impact in your organization immediately? I’ll show you how.
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In life and at work, commitment matters. And it should be an important part of your comprehensive performance management strategy.
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